Supervisory feedback (SF) is a central organizational practice, yet its effectiveness remains inconsistent across studies. This study synthesizes research on how SF characteristics relate to employees’ feedback processing, conceptualized as stage-specific facets (perception, acceptance, desire to respond, and intended response). Analyses included a systematic review and meta-analysis of 24 peer-reviewed empirical studies (N = 595,950) yielding 75 effect sizes across 26 SF characteristics. Majority of studies (n = 12) highlighted credibility as the most studied SF characteristic. In addition, the random-effects models indicated a moderate-to-strong overall association between SF characteristics and feedback processing facets (r̄ = 0.36, 95% CI [0.30, 0.41], p < .001). Furthermore, the subject-matter experts grouped the 26 characteristics into broader SF categories (n = 8). Across these categories, credibility, feedback valence, feedback quality, support, and charisma showed comparatively stronger pooled associations with feedback-processing outcomes, although estimates varied across processing facets and characteristics. Overall, the findings highlight that SF characteristics (e.g., credibility) and message-related cues (e.g., feedback quality) are consistently associated with employee feedback processing. Findings yield important implications for both leaders and employees.